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Identify some of the most common functions of hr departments

• Identify some of the most common functions of HR departments (Introduction to HRM)• Identify some of the most common functions of HR departments (Introduction to HRM)
• Describe means of attracting new workers when local labor shortages are anticipated (III. HR Planning)
• Explain what is meant by a reduction in force (RIF) and identify the legal considerations that must be made prior to carrying one out (III HR Planning)
• Identify the Supreme Course decisions, federal laws and Constitutional amendments that affect employment decisions (IV Equal Employment Opportunity Compliance).
• Describe the basic methods for collecting job analysis information and how it is utilized for generating job descriptions and job specification based on job analysis data (V Job Analysis)
• Describe performance appraisal methods commonly used by organizations (VI Performance Appraisal)
• Describe the problems encountered in a typical appraisal setting (VI Performance Appraisal).
• Identify advantages and disadvantages of the use of internal and external recruitment sources (VII Recruitment)
• Describe the basic steps in a selection program (VIII Selection).
• Distinguish between validity and reliability of selection criteria (VIII Selection).
• Identify the strengths and weaknesses of commonly used selection criteria (VIII Selection).
• Identify the basic steps in the development and evaluation of training programs (IX Training).
• Demonstrate familiarity with key federal laws governing pay rates (X Compensation)
• Describe the basic methods of job evaluation (X. Compensation)
• Describe performance-based pay and reward systems that are commonly utilized by organizations (X Compensation)
• Identify problems commonly associated with the implementation of incentive plans (X Compensation)
• Describe the effects of key legislation on American labor practices (XI Labor Relations)
• Describe the process of a union drive and election (XI Labor Relations)
• Describe the basic steps of the collective bargaining process (XI Labor Relations)
• Understand the grievance process (XI Labor Relations)
• Understand the Occupational Safety and Health Administration’s structure and procedures (XII Organizational Safety and Health).
• Identify means of preventing accidents at work (XII Organizational Safety and Health)
• Become aware of the sources and consequences of job stress and burnout in organizations (XII Organizational Safety and Health).
Global Perspectives Objectives
• Give examples of conflicts between local needs and global integration experienced by HR departments in multinational corporations (II Global Issues in HRM)
• Explain how adherence to local HR norms can lead to ethical dilemmas for multi-national organizations (II Global Issues in HRM)
• Identify key areas of adjustment required of effective expatriate employees (II Global Issues in HRM)
• Identify major trends affecting the assignment of employees to positions in other countries (II Global Issues in HRM)
• Describe the manner in which authority structure preference varies across countries (II Global Issues in HRM)
• Explain how anti-discrimination laws in the US differ from those in other countries (IV Equal Opportunity Compliance).
• Explain how variations in cultural traditions across countries affect how performance appraisals are conducted (VI Performance Appraisal)
• Identify means of selecting individuals for international assignments (VIII. Selection)
• Identify the additional training programs that are required for employees who have been selected for international assignments (IX Training)
• Describe the ethical and practical challenges associated with establishing pay rates in other countries (X Compensation)
• Contrast the American compensation laws with those in other countries (X. Compensation)
• Contrast the labor policies of the U S with those of other countries (XI Labor Relations).
• Contrast the workplace safety laws of the US with those of other countries (XII Organizational Safety and Health).
Ethnic Studies Objectives
• Summarize the extensiveness of racial discrimination in hiring that was present in the US prior to the passage of the Civil Rights Act of 1964 (IV Equal Opportunity Compliance)
• Assess the impact of anti-discrimination laws on relations between majority and minority employees (IV Equal Opportunity Compliance).
• Describe the business advantages of embracing diversity (IV Equal Opportunity Compliance)
• Assess the impact of racial differences between supervisor and subordinate on performance appraisal acceptance (VI Performance Appraisal).
• Assess the impact of various approaches to recruitment on racial diversity in organizations
• Identify effective sources for recruitment of minority applicants (VII Recruitment)
• Explain how cultural bias in assessment measures can lead to racial discrimination in hiring (VIII Selection).
• Explain how effective training policies can foster workplace diversity (IX Training)
• Describe common diversity training techniques (IX Training)
• Describe factors that could contribute to pay disparity between majority and minority employees (X Compensation).
• Assess the role of ethnic minorities in the development of the American labor movement (XI Labor Relations)
• Assess the impact of racial prejudice and workplace discrimination agains minorities on job stress and burnout (XII Organizational Safety and Health)

Characterize the roles of incentives and training

a. How would you identify and characterize the roles of incentives, training, and education in promoting innovation in your organization?
b. What is the role of leadership in creating, managing, and sustaining innovation in your organization?
c. What are the ethical implications of an individual reward system? Support your answer.
d. Would you describe your organization as innovative or non-innovative? Why? Explain your answer.

Review impact of the change on the human resources function

Choose use the same organization you used Week 1 (valero)Choose use the same organization you used Week 1 (valero)
Develop a 1,225-word Change Management Plan for the organization.
Include how the change affected the human resources function.
Consider the following for your plan:
• The purpose for the change;• The people involved in the change;• The change implementation methods;• The budget concerns, timeline, and measurement of success/metrics;
• Recommend a follow-up plan to review impact of the change on the human resources function, additional personnel required, ways to recruit personnel, organizational alignment, and cost changes.
• Include a schematic diagram of your plan.
Format your assignment consistent with APA guidelines

Evaluate the types of employee testing

Discussion

“Employee Testing” Please respond to the following:

– Evaluate the types of employee testing that companies may require that are discussed in the text. Determine the two tests that you consider the most important. Support your reasoning.

– Go to Human Metric’s Website and take the Jung Typology TestTM (sample of the Myers Briggs personality test). Next, examine your test results. Determine whether you believe this type of personality test is beneficial to an organization. Support your position.

Analyze the five steps of the cycle of excellence

Assignment Overview

Hallowell (2011) explains, “What I mean by peak performance-and what most of us seek in our lives and what managers wish to help their people achieve-is consistent excellence with improvement over time at a specific task or set of tasks.” He further asserts, “Those three factors-excellence, consistency, and ongoing improvement-define peak performance for my purposes” (p. 32). Managers should always be on the lookout for employees who just don’t “fit in” with the organization’s culture. Hallowell (2011) explains, “you can tell a person is not in the right role if he feels no enthusiasm for what he’s doing, if his mind never lights up, if he never gets excited about his job, if he chronically complains” and further states, “This doesn’t mean he’s a dull person or that the line of work he has chosen is intrinsically dull, just that he’s not assigned to the right task” (p. 47).

Being assigned the right tasks and then being responsible for those tasks relates to the “division of labor” concept coined by Adam Smith (1776). Hallowell (2011) explains, “The goal is for employees to spend as much time as possible at the intersection of three spheres: what they like to do, what they are most skilled at doing, and what adds value to the project or organization” (p. 49). For peak performance or enhancing productivity levels, many would argue that specific tasks should be assigned to specific individuals with specific skills. Strategic leaders are known for being able to quickly match skills to tasks.

HR managers need to understand the importance of employees having fun while at work. Many organizations are highly task oriented and forget the importance of being relationship oriented. Hallowell (2011) explains, “One way you can tell if your employees are in alignment with the Cycle of Excellence is to see if they are having fun” (p. 47). For example, some modern managers see the value of having fun at work or even taking time off from work to just relax and reflect. For example, Bill Gates is famous “for taking seven days off, twice a year, in a secluded cabin where he reads, drinks diet Orange Crush, and thinks” (p. 131).

Hallowell (2011) provides the following recommendation for managers, “Consider having a goofy day of some sort now and then. It must conform to the basic rules and values of your organization’s culture, of course. But make it fun” (p. 129). By having a goofy day at work or dressing up for certain holidays, employees are able to have some fun, which also relieves stress. Hallowell (2011) explains, “Effective management limits bad stress as much as possible, while promoting good stress in the form of surmountable challenges” (p. 143). Effective managers also understand the importance of recognizing employees for their daily contributions.

Hallowell (2011) states, “Recognition is so powerful because it answers a fundamental human need, the need to feel valued for what we do. Managers are in a unique position to offer-or withhold-such recognition, and with it, the feeling of being valued” (p. 162). Hallowell (2011) provides a unique example from Harvard University that reinforces the importance and significance of recognizing all employees and not just the popular ones. Hallowell (2011) explains,

To celebrate those who worked in nonacademic jobs, an outside group helped create an event called “Harvard Heroes.” It was a phenomenal success until it was discontinued for budgetary reasons in 2009. Once a year, exactly one week after Harvard University’s commencement ceremonies, the university held a parallel ceremony to honor selected employees who had gone above and beyond everyday achievement in their work (pp. 168-169).

The “Harvard Heroes” example depicts the importance of recognizing the employees who are at times, behind the scenes. According to Hallowell (2011), the five steps to igniting peak performance in an organization is called the Cycle of Excellence (pp. 6-7):

Step 1-Select: Putting people into the right jobs so that their brains light up.

Step 2-Connect: Overcoming the potent forces that disconnect people in the workplace both from each other and from the mission of the organization, and restoring the force of positive connection, which is the most powerful fuel for peak performance.

Step 3-Play: Play, or imaginative engagement, catalyzes advanced work, and managers can help people tap into this phenomenally productive yet undervalued activity of the mind.

Step 4-Grapple and grow: Managers can create conditions where people want to work hard, and employees making progress at a task that is challenging and important turns ordinary performers into superstars and increases commitment.

Step 5-Shine: Doing well-shining-feels good, so giving recognition and noticing when a person shines is critical, and a culture that helps people shine inevitably becomes a culture of self-perpetuating excellence.

The five steps of the Cycle of Excellence provide a novel approach to maximizing peak performance.

Reference: Hallowell, E.M. (2011). Shine: Using Brain Science to Get the Best From Your People.Boston, MA: Harvard Business Review. (This book is not required).

Case Assignment

Drawing on the material in the background readings and doing additional research, please prepare a 3-5 page paper (not including the cover and reference pages) in which you:

Analyze the five steps of the cycle of excellence and discuss the added value of using the cycle of excellence.

Which step is the most important and which step is the least important?

Critique Hallowell’s cycle of excellence and then create your own cycle of excellence. Discuss how your cycle of excellence is the optimum approach for managing human capital.

Assignment Expectations

Your paper will be evaluated on the following points:

Precision: Does the paper address the question(s) or task(s)?

Clarity: Is the writing clear and are the concepts articulated properly? Are responses made through paraphrasing and synthesis of concepts? (Or is there excessive use of quotations?) Are headings included in all papers longer than 2 pages?

Breadth: Is the full breadth of the subject addressed?

Depth: Does the paper address the topic in sufficient depth?

Grammar, spelling, and vocabulary: Is the paper well-written? Are the grammar, spelling, and vocabulary suitable to graduate-level work?

Referencing (citations and references): Does the paper use citations and quotation marks when appropriate?

Critical thinking: Is the subject thought about critically, i.e., accurately, logically, relevantly, and precisely?

Assignment Expectations (Structure)

Make sure that you use your own language (rather than copying sentences from the article).

Your paper will be graded based on the following criteria: Precision, Clarity, Breadth, Depth, Grammar/Vocabulary, Referencing, and Application.

Use 12-point type size (Times New Roman), double-spacing, and one-inch margins. Add a cover page and a references list.

Cite your sources: APA Style – Trident requires all PhD work to be in APA form. We also encourage all other students to comply with guidelines for proper citation of references. You may use the tutorial found on the following link (press “view the tutorial”):

http://www.apastyle.org/learn/tutorials/basics-tutorial.aspx?apaSessionKey=4532A4A4911C1E8D5E885C141739A382

Peak Performance

HR Functions

Human resource management has seven vital functions that are connected to each other. The seven different functions are:

After doing some research on the different HR functions, discuss the three most important functions based upon your experiences, research. Please make sure to justify why you chose the three functions that you did and how you three functions can help an organization progress.

This assignment is a Signature Assignment that will be used for specific assessment purposes.

SLP Assignment Expectations

Your paper should be short (2-3 pages, not including the cover sheet, references, and assessment sheet) and to the point. You are expected to deal with these issues in an integrated fashion, rather than treating them as a series of individual questions to be answered one by one and left at that.

You will be particularly assessed on:

Your completion of all the steps in the exercise.

Your ability to synthesize information and present a concise and meaningful paper.

The clarity and quality of your writing.

SLP Assignment Expectations (Structure)

Make sure that you use your own language (rather than copying sentences from the article).

Your paper will be graded based on the following criteria: Precision, Clarity, Breadth, Depth, Grammar/Vocabulary, Referencing, and Application.

Use 12-point type size (Times New Roman), double-spacing, and one-inch margins. Add a cover page and a references list.

Cite your sources: APA Style – Trident requires all PhD work to be in APA form. We also encourage all other students to comply with guidelines for proper citation of references. You may use the tutorial found on the following link (press “view the tutorial”):

Compare the organizational structures of google and walmart

Post your answers in paragraph form (minimum of 500-600 words) to the questions below. Be sure to incorporate your weekly readings, citing your sources using proper APA guidelines (including in-text citations and references). Respond with meaningful feedback that adds value to the discussion to two classmates before the end of the week.

Compare and contrast each of the five organizational structures from your reading (functional, divisional, matrix, team-based, and virtual network).

If you were to choose one structure in which to work which would you choose and why?

Compare the organizational structures of Google and Walmart.

Explain what types of control processes might be found in each of the organizational structures.

Describe what types of quality management processes might be found in each of the organizational structures.

Explore how to identify and develop high-potential talent

From the Goldsmith & Carter textbook, select either the Avon Products (Chapter 1) or GE Money Americas (Chapter 6) case study for this assignment.

Write a five to seven (5-7) page paper in which you:

Provide a brief description of the status of the company that led to its determination that a change was necessary.

Identify the model for change theory typified in the case study of your choice. Discuss what led you to identify the model that you did.

Illustrate the types of evaluation information that were collected and how they are used to benefit the company.

Speculate about success of the changes within the next five (5) years and how adjustments could be made if the results become less than ideal.

Use at least five (5) quality academic resources in this assignment. Note: Wikipedia and other Websites do not quality as academic resources.

Your assignment must follow these formatting requirements:

Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; references must follow APA or school-specific format. Check with your professor for any additional instructions.

Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date.

The cover page and the reference page are not included in the required page length.

The specific course learning outcomes associated with this assignment are:

Explore how to identify and develop high-potential talent.

Analyze behavior change theories and their impact on talent management processes.

Determine the effects of leadership in the management of talent pools and the talent review process.

Use technology and information resources to research issues in talent management.

Write clearly and concisely about talent management using proper writing mechanics.

Evaluate the management practices in an organization

Evaluate the management practices in an organization.
Assess general leadership skills with emphasis on the area of concentration.
How will accomplishing these objectives support your success in management? What risks or challenges might a manager encounter if he or she has not mastered these objectives? Explain.

Develop and manage employee communication programs

One of the functions of HR is to develop and manage employee communication programs. This may involve communicating new programs and procedures, new benefit plans or changes, and other company messages. On the other hand, it also involves gathering feedback from employees to assess how they feel about the organization and ideas they have for helping the organization to succeed.

From a strategic viewpoint, how do you feel communication programs can most effectively be utilized?
What value can they bring to the company in terms of helping the company to remain competitive?
Are there any additional challenges or additional value for communication programs implemented in a multinational organization?
3-5 paragraph reference cited

Different innovation strategy-cost leadership strategy

What is the different innovation strategy compared to a cost leadership strategy. (For each one, the innovated strategy and cost leadership, both need to discuss market position, pay mix, and benefit strategy)?